3 Enrollment Marketing is an emerging leader in the higher education marketplace: we deliver the most comprehensive set of enrollment marketing services leveraging the most modern technology in the industry. At 3E we build student engagement through 3 essential relationship steps. We generate awareness, build advocates within the student’s circle of trust, and convert prospective students into enrolled ones. At 3E we do what could otherwise require up to six partners. We save you time, work within your budget, and improve your results.

Phoenix Rising Education Program (PREP) is a nonprofit organization that exists to address child exploitation and human trafficking. Learn more at:https://www.phoenixrisingeducationprogram.org/

Reach is a non-profit organization that encourages young people to adopt a lifestyle of serving others. Through week long trips, junior high and senior high school students caravan to communities throughout the US to serve others through home repair and renovation. There is always time to serve others in need.

I lead corporate strategy and all marketing functions to rapidly advance Hobsons’ vision of lifetime student success. Our mission is simple; to make sure 100% of the students within institutions we serve reach their academic and professional goals throughout their lifetime.

I was the architect of the company’s strategic plan designed to improve higher-ed student recruitment, retention and alumni giving to support sustainable and healthy institutions of higher learning. I led corp. development, marketing and product strategy driving processes to improve EBITDA, build a new product pipeline and increase demand generation and new customer acquisition efforts.New products were launched in enrollment that focused on recruiting specific student populations through digital and multi-channel marketing which turned this stagnate part of the business into a growth area. Also going live was a suite of new fundraising solutions that focused on raising large gifts from selected alumni segments. Through new products, persuasive marketing and a great sales team new business had a record year.

I led iCore’s market expansion and growing product portfolio which enabled organizations to unleash the ingenuity of their people through unified business communications and cloud technology.I directly managed a passionate group of marketing, product, account mgt., customer support, implementation and engineering professionals. Together we drove 26% YoY revenue growth, improved gross margins by 3%, improved sales productivity by >30%, and through new pricing increased revenue per seat by 35%. We re-branded the company, droved 25% of sales pipeline from marketing and launched several new products. These efforts landed iCore on Gartner’s Magic Quadrant for UCaaS.I then led all aspects of a strategic sale process with Wells Fargo, resulting in a $92M sale to Vonage.

I led the global market strategy and all marketing functions for a suite of marketing analytics, domain name and cyber security solutions. I was part of the mgt. team that integrated 4 disparate business units into one cohesive business and developed over-arching brand/solution positioning. I then built a robust marketing team and moved positioning from point product focused to broader solutions for the CMO & CIO. Through lead scoring & telemarketing models we doubled opportunity conversions and demand generation programs drove 35% of the new logos wins while also influencing >50% of sales. These efforts tripled revenue growth rates and turned two market segments into top positions in global market share.

I taught a Digital Channel Management course for three semesters. This course introduced go to market strategy development and best practices for building, launching and measuring an integrated digital marketing program. This coursed looked at website development, SEO/SEM, display advertising and social media. Students learned a framework for building an optimal digital marketing plan, measuring results and developed messaging that could be integrated across all marketing channels.

Created Market Mgt. /Product Mktg. function across all markets and products and introduced annual cross-functional business planning process, developed first price book for the company. Moved to leader of GovCon Market Mgt. responsible for go to market, sales enablement & product strategy, partnered with field marketing to drive demand generation. My role was then expanded to include leading GovCon product mgt., responsible for product roadmaps for a suite of ERP software and SaaS solutions.Developed industry benchmark reports (Clarity) and sales tools to enable a more consultative sales dialogue with decision makers. Leveraged industry data to equip sales with business case focused tools that increased win rates and average selling price. Simplified pricing models by creating problem based packages and subscription based offers. Led vision, requirements, development and launch of several new products; including an ERP analytics solution and a SaaS based small business ERP.Achieved consistent year over year product revenue growth from 2007-2010.

Led global go to market strategy development and execution in all target markets. Responsible for identifying vertical markets, target accounts, ensuring sales alignment, creating messaging & sales tools, sales training and developing marketing programs that generated >$110 million in global revenues. Built vertical market strategy and led transformation of direct sales, channel sales and marketing around targeted verticals. Introduced enterprise solutions that drove avg. selling price from $5k to >$100k.Overhauled brand position; creating new website, pricing, collateral and product positioning.Doubled revenue growth rates globally and significantly improved international channel performance.

Responsible for P&L and go to market plans for suite of integration products which generated $31 million in revenues. Led a team of product marketing, product management, outbound marketing and alliance professionals. Completed GE executive mgt. (MDC) training and responsible for annual business unit planning.

Created an organization responsible for developing and marketing new integration software products. Managed a staff of 48, consisting of GE employees and PricewaterhouseCoopers consultants. Staff included product managers, alliance marketing, business development and software engineers.